Essentials of strategic management: effective formulation and execution of strategy in the era of sustainability
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| Format: | Book |
| Language: | English |
| Published: |
Stuttgart
Schäffer-Poeschel Verlag
2023
|
| Edition: | 2nd, updated and expanded edition |
| Subjects: | |
| Online Access: | Inhaltstext Inhaltsverzeichnis |
| Physical Description: | 619 Seiten Illustrationen, Diagramme |
| ISBN: | 9783791057682 |
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MARC
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| 024 | 3 | |a 9783791057682 | |
| 028 | 5 | 2 | |a Bestellnummer: 20635-0002 |
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| 100 | 1 | |a Wunder, Thomas |e Verfasser |0 (DE-588)12936777X |4 aut | |
| 245 | 1 | 0 | |a Essentials of strategic management |b effective formulation and execution of strategy in the era of sustainability |c Thomas Wunder |
| 250 | |a 2nd, updated and expanded edition | ||
| 264 | 1 | |a Stuttgart |b Schäffer-Poeschel Verlag |c 2023 | |
| 300 | |a 619 Seiten |b Illustrationen, Diagramme | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 0 | 7 | |a Strategisches Management |0 (DE-588)4124261-0 |2 gnd |9 rswk-swf |
| 653 | |a Strategieprozess | ||
| 653 | |a Strategieentwicklung | ||
| 653 | |a Englisch | ||
| 653 | |a englischsprachig | ||
| 653 | |a Strategy | ||
| 653 | |a Wunder | ||
| 653 | |a Business Ecosystems | ||
| 653 | |a Sustainability | ||
| 653 | |a SchäfferPoeschel | ||
| 653 | |a BWL/Management | ||
| 655 | 7 | |0 (DE-588)4123623-3 |a Lehrbuch |2 gnd-content | |
| 689 | 0 | 0 | |a Strategisches Management |0 (DE-588)4124261-0 |D s |
| 689 | 0 | |5 DE-604 | |
| 710 | 2 | |a Fachverlag für Wirtschafts- und Steuerrecht Schäffer (Stuttgart) |0 (DE-588)2010146-6 |4 pbl | |
| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe, PDF |z 978-3-7910-5770-5 |
| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe, EPUB |z 978-3-7910-5769-9 |
| 780 | 0 | 0 | |i Vorangegangen ist |z 9783791032856 |
| 856 | 4 | 2 | |m X:MVB |q text/html |u http://deposit.dnb.de/cgi-bin/dokserv?id=367e4013af5645c1abbc9d8bd1e7bf7e&prov=M&dok_var=1&dok_ext=htm |3 Inhaltstext |
| 856 | 4 | 2 | |m DNB Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034172813&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
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| adam_text |
TABLE
OF
CONTENTS
PREFACE
.
7
1
STRATEGIC
MANAGEMENT
FOUNDATIONS
.
19
1.1
WHAT
IS
STRATEGY?
.
19
1.1.1
ORIGINSAND
VIEWS
OF
STRATEGY
.
24
1.1.1.1
ROOTS
OF
STRATEGY
.
24
1.1.1.2
BUSINESS
VIEWS
OF
STRATEGY:
THE
5
P
'
S
.
26
1.1.2
UNDERSTANDING
STRATEGY
WITH
SIX
PRINCIPLES
.
28
1.1.2.1
QUEST
FOR
COMPETITIVE
ADVANTAGE
.
29
1.1.2.2
FITOF
MARKETSAND
RESOURCES
.
32
1.1.2.3
BEING
DIFFERENT
AND
MAKING
CHOICES
.
36
1.1.2.4
PATH
TO
A
DESTINATION
.
42
1.1.2.5
CONSISTENCY
IN
BEHAVIOR
.
43
1.1.2.6
MULTIPLE
LEVEL
AND
THEME
ALIGNMENT
.
46
1.1.3
MEASURING
COMPETITIVE
ADVANTAGE
AND
COMPANY
PERFORMANCE
.
49
1.1.3.1
ECONOMIC
VALUE
.
50
1.1.3.2
ACCOUNTING
PERFORMANCE
(PROFITABILITY)
.
53
1.1.3.3
ECONOMIC
PERFORMANCE
AND
SHAREHOLDER
VALUE
.
56
1.1.3.4
CORPORATE
SUSTAINABILITY
PERFORMANCE
.
57
1.2
STRATEGIC
DECISION
MAKING
.
74
1.2.1
FOUNDATIONSOF
DECISION
MAKING
.
74
1.2.1.1
RATIONAL
MODEL
.
74
1.2.1.2
BOUNDED
RATIONALITY
.
75
1.2.1.3
INTUITION
.
76
1.2.2
STRATEGIC
DECISION
SITUATIONS
.
78
1.2.2.1
CHARACTERISTICS
OF
STRATEGIC
DECISION
SITUATIONS
.
79
1.2.2.2
DEALING
WITH
STRATEGIC
DECISION
SITUATIONS
.
81
1.2.2.3
COGNITIVE
BIASES
AND
HOW
TO
COUNTER
THEM
.
82
1.3
WHAT
IS
STRATEGIC
MANAGEMENT?
.
87
1.3.1
EVOLUTION
OF
STRATEGIC
MANAGEMENT
.
87
1.3.2
SCHOOLS
OF
THOUGHT
AND
PARADIGMS
IN
STRATEGIC
MANAGEMENT
.
90
1.3.3
THE
WHEEL
OF
STRATEGY
FRAMEWORK
.
95
1.3.3.1
STRATEGY
PROCESS
.
96
1.3.3.2
STRUCTURE
AND
CORPORATE
CULTURE
.
98
1.3.3.3
STRATEGIC
LEADERSHIP
.
100
1.3.4
MAKING
STRATEGIC
MANAGEMENT
EFFECTIVE
.
103
1.4
SUMMARY
.
106
14
|
TABLE
OF
CONTENTS
PART
I
DEVELOPING
STRATEGIES:
STRATEGIC
ANALYSIS,
IDEATION,
AND
CHOICE
.
109
2
STRATEGIC
ANALYSIS
.
ILL
2.1
UNDERSTANDING
THE
INITIAL
STRATEGIC
SITUATION
.
ILL
2.1.1
THE
COMPANY
AND
ITS
STAKEHOLDERS
.
112
2.1.2
DEVELOPING
A
STRATEGIC
ANALYSIS
FRAMEWORK
.
122
2.2
EXTERNAL
STRATEGIC
ANALYSIS
.
123
2.2.1
MACROENVIRONMENT
.
125
2.2.2
INDUSTRY
.
132
2.2.2.1
DEFINING
THE
RELEVANT
MARKET
.
133
2.2.2.2
INDUSTRY
PROFITABILITY
ANALYSIS
AND
COMPETITIVE
FORCES
.
137
2.2.3
COMPETITIVE
ARENA
.
143
2.2.3.1
MARKETS
AND
CUSTOMERS
.
143
2.2.3.2
COMPETITORSAND
STRATEGIC
GROUPS
.
151
2.2.3.3
OTHER
EXTERNAL
STAKEHOLDERS
.
159
2.3
INTERNAL
STRATEGIC
ANALYSIS
.
159
2.3.1
ANALYZING
RESOURCES,
CAPABILITIES,
AND
COMPETENCIES
.
161
2.3.1.1
STRENGTHS
AND
WEAKNESSES
PROFILE
.
162
2.3.1.2
VALUE
CHAIN
ANALYSIS
.
164
2.3.1.3
7-S-MODEL
.
167
2.3.1.4
ADDITIONAL
METHODS
FOR
INTERNAL
STRATEGIC
ANALYSIS
.
169
2.3.2
IDENTIFYING
CORE
COMPETENCIES
.
171
2.4
CONSOLIDATING
STRATEGIC
KEY
INSIGHTS
.
174
2.4.1
SWOT-BASED
STRATEGIC
ANALYSIS
SUMMARY
.
174
2.4.2
PORTFOLIO-BASED
SITUATION
ASSESSMENT
.
178
2.4.3
FOCAL
POINTS
FOR
STRATEGY
FORMULATION
.
189
2.5
SUMMARY
.
190
3
STRATEGY
FORMULATION
.
193
3.1
STRATEGIC
GUIDEPOSTS
.
193
3.1.1
VISION
.
196
3.1.2
MISSION
AND
PURPOSE
.
201
3.1.3
VALUES
.
208
3.2
CORPORATE
STRATEGY
.
212
3.2.1
CORPORATE
PARENTING
.
215
3.2.2
SCOPE
OF
BUSINESS
.
219
3.2.2.1
GENERAL
DIRECTIONAL
STRATEGIES
.
219
3.2.2.2
DIVERSIFICATION
STRATEGIES
.
222
3.2.2.3
VERTICAL
INTEGRATION
STRATEGIES
.
228
TABLE
OF
CONTENTS
|
15
3.3
INTERNATIONAL
STRATEGY
.
232
3.3.1
INTERNATIONAL
BUSINESS
EXPANSION
.
232
3.3.1.1
WHETHER
TO
GO:
INTERNATIONALIZATION
MOTIVES
.
233
3.3.1.2
WHERE
TO
GO:
COUNTRY
MARKET
SELECTION
.
235
3.3.1.3
HOW
TO
GO:
ENTRY
AND
GO-TO-MARKET
STRATEGY
.
242
3.3.2
TRANSNATIONAL
MANAGEMENT
.
247
3.3.2.1
STRATEGY
POSTURES
IN
MULTINATIONAL
CORPORATIONS
.
249
3.3.2.2
TRANSNATIONAL
STRATEGIES
.
251
3.4 BUSINESS
STRATEGY
.
255
3.4.1
INTENSIVE
GROWTH
STRATEGIES
.
255
3.4.1.1
MARKET
PENETRATION
.
256
3.4.1.2
PRODUCT
DEVELOPMENT
.
257
3.4.1.3
MARKET
DEVELOPMENT
.
259
3.4.2
GENERIC
COMPETITIVE
STRATEGIES
.
260
3.4.2.1
BEST
PRODUCT
.
261
3.4.2.2
LOCK-IN
.
268
3.4.2.3
COMPLETE
CUSTOMER
SOLUTION
.
270
3.4.3
BREAKINGOUT
OF
TRADITIONAL
COMPETITION
.
271
3.4.3.1
COOPERATIVE
STRATEGIES
.
271
3.4.3.2
BLUE
OCEAN
STRATEGIES
.
273
3.4.3.3
SUSTAINABLE
STRATEGIES
.
276
3.5
BUSINESS
MODELS
.
280
3.5.1
CONVENTIONAL
BUSINESS
MODELS
.
280
3.5.1.1
BUSINESS
MODEL
FRAMEWORKS
.
282
3.5.1.2
KEY
BUILDING
BLOCKS
OF
A
BUSINESS
MODEL
.
285
3.5.1.3 BUSINESS
MODEL
INNOVATION
.
290
3.5.1.4
BUSINESS
MODEL
PATTERNS
.
294
3.5.2
SUSTAINABLE
BUSINESS
MODELS
.
305
3.5.2.1
CHARACTERISTICS
OF
SUSTAINABLE
BUSINESS
MODELS
.
307
3.5.2.2
DESIGN
METHODOLOGIES
FOR
SUSTAINABLE
BUSINESS
MODELS
.
312
3.5.2.3
SUSTAINABLE
BUSINESS
MODEL
PATTERNS
.
315
3.5.3
BENEFITS
AND
PITFALLS
FOR
THE
BUSINESS
MODEL
APPROACH
.
320
3.5.4
BUSINESS
ECOSYSTEMS
.
323
3.6
STRATEGY
OPTION
EVALUATION
AND
CHOICE
.
326
3.6.1
KEY
CRITERIA
FOR
EVALUATING
STRATEGY
OPTIONS
.
327
3.6.1.1
PLAUSIBILITY
.
328
3.6.1.2
CONSISTENCY
.
329
3.6.1.3
PERFORMANCE
IMPACT
.
330
3.6.1.4
BUSINESS
RISK
.
334
16
|
TABLE
OF
CONTENTS
3.6.1.5
STAKEHOLDER
COMPATIBILITY
.
336
3.6.1.6
INTERNAL
READINESS
.
339
3.6.2
STRATEGIC
CHOICE
-
SELECTING
STRATEGY
OPTIONS
.
340
3.7
SUMMARY
.
341
PART
IL
BRINGING
IT
INTO
REALITY:
FROM
STRATEGY
TO
ACTION
AND
CONTROL
.
345
4
STRATEGY
EXECUTION
.
347
4.1
MAKING
STRATEGIES
HAPPEN:
BARRIERS
AND
DRIVERS
.
347
4.1.1
BARRIERS
TO
STRATEGY
EXECUTION
.
349
4.1.2
STRATEGY
EXECUTION
EXCELLENCE
.
351
4.2
ORGANIZATIONAL
DESIGN
.
356
4.2.1
CULTURE
-
HOW
THINGS
ARE
DONE
AROUND
HERE
.
357
4.2.1.1
KEY
DIMENSIONS
FOR
ANALYZING
ORGANIZATIONAL
CULTURE
.
362
4.2.1.2
INTEGRATINGSTRATEGY
AND
CULTURE
.
366
4.2.2
STRUCTURE
-
THE
MANAGERIAL
UNDERPINNING
.
371
4.2.2.1
ORGANIZATIONAL
STRUCTURE
.
375
4.2.2.2
BUSINESS
PROCESSES
.
382
4.2.2.3
MANAGERIAL
SYSTEMS
.
394
4.2.2.4
INTEGRATINGSTRATEGY
AND
STRUCTURE
.
415
4.3
STRATEGY
EXECUTION
SYSTEM
.
422
4.3.1
DEVELOPING
A
STRATEGY
EXECUTION
SYSTEM
.
425
4.3.2
DESCRIBE
STRATEGY
.
434
4.3.2.1
DERIVING
STRATEGIC
GOALS
.
435
4.3.2.2
DEVELOPING
A
STRATEGY
MAP
.
447
4.3.2.3
BENEFITSAND
PITFALLS
OF
STRATEGY
MAPPING
.
456
4.3.3
CASCADE
AND
ALIGN
STRATEGY
.
460
4.3.3.1
APPLYING
STRATEGIC
THEMES
.
463
4.3.3.2
IDENTIFYING
STRATEGY
ALIGNMENT
NEEDS
.
464
4.3.3.3
SEQUENCING
GOALS,
METRICSAND
ACTIONS
.
468
4.3.3.4
SETTING
CASCADING
PATHS
.
469
4.3.3.5
CHOOSING
CASCADING
METHODS
.
470
4.3.3.6
ALIGNING
VERTICALLY
AND
HORIZONTALLY
.
475
4.3.3.7
BENEFITS
AND
PITFALLS
OF
STRATEGY
ALIGNMENT
.
476
4.3.4
MAKE
STRATEGY
MEASURABLE
.
479
4.3.4.1
DEVELOPING
A
BALANCED
SCORECARD
.
479
4.3.4.2
SETTING
TARGETS
.
484
4.3.4.3
BENEFITSAND
PITFALLS
OF
MEASURING
STRATEGY
.
487
4.3.5
PLAN
STRATEGIC
ACTIONS
.
490
4.3.5.1
DEVELOPING
AND
PRIORITIZING
STRATEGIC
ACTIONS
.
491
4.3.5.2
REFINING
AND
ALIGNING
STRATEGIC
ACTIONS
.
493
4.3.5.3
BENEFITSAND
PITFALLS
OF
STRATEGIC
ACTION
PLANNING
.
496
TABLE
OF
CONTENTS
|
17
4.3.6
ALIGN
ORGANIZATION
TO
STRATEGY
.
496
4.3.6.1
RESOURCES
.
497
4.3.6.2
PEOPLE
.
504
4.3.6.3
MANAGEMENT
INFORMATION
.
515
4.3.6.4
BENEFITS
AND
PITFALLS
OF
ORGANIZATIONAL
ALIGNMENT
.
523
4.3.7
EXECUTE
AND
CONTROL
STRATEGY
.
525
4.3.7.1
CONTROL
EXECUTION:
STRATEGIC
PERFORMANCE
REVIEWS
.
528
4.3.7.2
CONTROL
ASSUMPTIONS
AND
OBSERVE
ENVIRONMENT
.
534
4.3.7.3
TEST
AND
ADAPT
STRATEGY
.
538
4.3.7.4
BENEFITSAND
PITFALLS
OF
STRATEGIC
CONTROL
.
540
4.4
SUMMARY
.
542
APPENDIX:
STRATEGY
WORKOUT
AND
REVIEW
QUESTIONS
.
545
STRATEGY
WORKOUT
.
547
KICK-OFF
.
547
FIRM
SELECTION
.
547
COMPANY
BACKGROUND
.
548
BRIEF
STRATEGY
REVIEW
.
548
STRATEGIC
ANALYSIS
.
548
STAKEHOLDERS
AND
STRATEGIC
ANALYSIS
FRAMEWORK
.
548
EXTERNAL
STRATEGIC
ANALYSIS
.
549
INTERNAL
STRATEGIC
ANALYSIS
.
550
CONSOLIDATION
OF
THE
INITIAL
STRATEGIC
SITUATION
.
550
STRATEGY
FORMULATION
.
550
STRATEGIC
GUIDEPOSTS
.
550
CORPORATE
STRATEGY
.
551
INTERNATIONAL
STRATEGY
.
552
BUSINESS
STRATEGY
.
552
STRATEGY
OPTION
EVALUATION
AND
CHOICE
.
553
STRATEGY
EXECUTION
.
554
ORGANIZATIONAL
DESIGN
.
554
DESCRIBE
THE
STRATEGY
.
554
CASCADE
AND
ALIGN
THE
STRATEGY
.
555
MAKE
STRATEGY
MEASURABLE
.
555
PLAN
STRATEGIC
ACTIONS
.
556
ALIGN
ORGANIZATION
TO
STRATEGY
.
556
EXECUTE
AND
CONTROL
STRATEGY
.
557
18
|
TABLE
OF
CONTENTS
REVIEW
QUESTIONS
.
559
CHAPTER
1:
FOUNDATIONS
OF
STRATEGIC
MANAGEMENT
.
559
CHAPTER
2:
STRATEGIC
ANALYSIS
.
560
CHAPTERS:
STRATEGY
FORMULATION
.
562
CHAPTER
4:
STRATEGY
EXECUTION
.
563
REFERENCES
.
567
INDEX
.
605
THE
AUTHOR
.
619 |
| adam_txt |
TABLE
OF
CONTENTS
PREFACE
.
7
1
STRATEGIC
MANAGEMENT
FOUNDATIONS
.
19
1.1
WHAT
IS
STRATEGY?
.
19
1.1.1
ORIGINSAND
VIEWS
OF
STRATEGY
.
24
1.1.1.1
ROOTS
OF
STRATEGY
.
24
1.1.1.2
BUSINESS
VIEWS
OF
STRATEGY:
THE
5
P
'
S
.
26
1.1.2
UNDERSTANDING
STRATEGY
WITH
SIX
PRINCIPLES
.
28
1.1.2.1
QUEST
FOR
COMPETITIVE
ADVANTAGE
.
29
1.1.2.2
FITOF
MARKETSAND
RESOURCES
.
32
1.1.2.3
BEING
DIFFERENT
AND
MAKING
CHOICES
.
36
1.1.2.4
PATH
TO
A
DESTINATION
.
42
1.1.2.5
CONSISTENCY
IN
BEHAVIOR
.
43
1.1.2.6
MULTIPLE
LEVEL
AND
THEME
ALIGNMENT
.
46
1.1.3
MEASURING
COMPETITIVE
ADVANTAGE
AND
COMPANY
PERFORMANCE
.
49
1.1.3.1
ECONOMIC
VALUE
.
50
1.1.3.2
ACCOUNTING
PERFORMANCE
(PROFITABILITY)
.
53
1.1.3.3
ECONOMIC
PERFORMANCE
AND
SHAREHOLDER
VALUE
.
56
1.1.3.4
CORPORATE
SUSTAINABILITY
PERFORMANCE
.
57
1.2
STRATEGIC
DECISION
MAKING
.
74
1.2.1
FOUNDATIONSOF
DECISION
MAKING
.
74
1.2.1.1
RATIONAL
MODEL
.
74
1.2.1.2
BOUNDED
RATIONALITY
.
75
1.2.1.3
INTUITION
.
76
1.2.2
STRATEGIC
DECISION
SITUATIONS
.
78
1.2.2.1
CHARACTERISTICS
OF
STRATEGIC
DECISION
SITUATIONS
.
79
1.2.2.2
DEALING
WITH
STRATEGIC
DECISION
SITUATIONS
.
81
1.2.2.3
COGNITIVE
BIASES
AND
HOW
TO
COUNTER
THEM
.
82
1.3
WHAT
IS
STRATEGIC
MANAGEMENT?
.
87
1.3.1
EVOLUTION
OF
STRATEGIC
MANAGEMENT
.
87
1.3.2
SCHOOLS
OF
THOUGHT
AND
PARADIGMS
IN
STRATEGIC
MANAGEMENT
.
90
1.3.3
THE
WHEEL
OF
STRATEGY
FRAMEWORK
.
95
1.3.3.1
STRATEGY
PROCESS
.
96
1.3.3.2
STRUCTURE
AND
CORPORATE
CULTURE
.
98
1.3.3.3
STRATEGIC
LEADERSHIP
.
100
1.3.4
MAKING
STRATEGIC
MANAGEMENT
EFFECTIVE
.
103
1.4
SUMMARY
.
106
14
|
TABLE
OF
CONTENTS
PART
I
DEVELOPING
STRATEGIES:
STRATEGIC
ANALYSIS,
IDEATION,
AND
CHOICE
.
109
2
STRATEGIC
ANALYSIS
.
ILL
2.1
UNDERSTANDING
THE
INITIAL
STRATEGIC
SITUATION
.
ILL
2.1.1
THE
COMPANY
AND
ITS
STAKEHOLDERS
.
112
2.1.2
DEVELOPING
A
STRATEGIC
ANALYSIS
FRAMEWORK
.
122
2.2
EXTERNAL
STRATEGIC
ANALYSIS
.
123
2.2.1
MACROENVIRONMENT
.
125
2.2.2
INDUSTRY
.
132
2.2.2.1
DEFINING
THE
RELEVANT
MARKET
.
133
2.2.2.2
INDUSTRY
PROFITABILITY
ANALYSIS
AND
COMPETITIVE
FORCES
.
137
2.2.3
COMPETITIVE
ARENA
.
143
2.2.3.1
MARKETS
AND
CUSTOMERS
.
143
2.2.3.2
COMPETITORSAND
STRATEGIC
GROUPS
.
151
2.2.3.3
OTHER
EXTERNAL
STAKEHOLDERS
.
159
2.3
INTERNAL
STRATEGIC
ANALYSIS
.
159
2.3.1
ANALYZING
RESOURCES,
CAPABILITIES,
AND
COMPETENCIES
.
161
2.3.1.1
STRENGTHS
AND
WEAKNESSES
PROFILE
.
162
2.3.1.2
VALUE
CHAIN
ANALYSIS
.
164
2.3.1.3
7-S-MODEL
.
167
2.3.1.4
ADDITIONAL
METHODS
FOR
INTERNAL
STRATEGIC
ANALYSIS
.
169
2.3.2
IDENTIFYING
CORE
COMPETENCIES
.
171
2.4
CONSOLIDATING
STRATEGIC
KEY
INSIGHTS
.
174
2.4.1
SWOT-BASED
STRATEGIC
ANALYSIS
SUMMARY
.
174
2.4.2
PORTFOLIO-BASED
SITUATION
ASSESSMENT
.
178
2.4.3
FOCAL
POINTS
FOR
STRATEGY
FORMULATION
.
189
2.5
SUMMARY
.
190
3
STRATEGY
FORMULATION
.
193
3.1
STRATEGIC
GUIDEPOSTS
.
193
3.1.1
VISION
.
196
3.1.2
MISSION
AND
PURPOSE
.
201
3.1.3
VALUES
.
208
3.2
CORPORATE
STRATEGY
.
212
3.2.1
CORPORATE
PARENTING
.
215
3.2.2
SCOPE
OF
BUSINESS
.
219
3.2.2.1
GENERAL
DIRECTIONAL
STRATEGIES
.
219
3.2.2.2
DIVERSIFICATION
STRATEGIES
.
222
3.2.2.3
VERTICAL
INTEGRATION
STRATEGIES
.
228
TABLE
OF
CONTENTS
|
15
3.3
INTERNATIONAL
STRATEGY
.
232
3.3.1
INTERNATIONAL
BUSINESS
EXPANSION
.
232
3.3.1.1
WHETHER
TO
GO:
INTERNATIONALIZATION
MOTIVES
.
233
3.3.1.2
WHERE
TO
GO:
COUNTRY
MARKET
SELECTION
.
235
3.3.1.3
HOW
TO
GO:
ENTRY
AND
GO-TO-MARKET
STRATEGY
.
242
3.3.2
TRANSNATIONAL
MANAGEMENT
.
247
3.3.2.1
STRATEGY
POSTURES
IN
MULTINATIONAL
CORPORATIONS
.
249
3.3.2.2
TRANSNATIONAL
STRATEGIES
.
251
3.4 BUSINESS
STRATEGY
.
255
3.4.1
INTENSIVE
GROWTH
STRATEGIES
.
255
3.4.1.1
MARKET
PENETRATION
.
256
3.4.1.2
PRODUCT
DEVELOPMENT
.
257
3.4.1.3
MARKET
DEVELOPMENT
.
259
3.4.2
GENERIC
COMPETITIVE
STRATEGIES
.
260
3.4.2.1
BEST
PRODUCT
.
261
3.4.2.2
LOCK-IN
.
268
3.4.2.3
COMPLETE
CUSTOMER
SOLUTION
.
270
3.4.3
BREAKINGOUT
OF
TRADITIONAL
COMPETITION
.
271
3.4.3.1
COOPERATIVE
STRATEGIES
.
271
3.4.3.2
BLUE
OCEAN
STRATEGIES
.
273
3.4.3.3
SUSTAINABLE
STRATEGIES
.
276
3.5
BUSINESS
MODELS
.
280
3.5.1
CONVENTIONAL
BUSINESS
MODELS
.
280
3.5.1.1
BUSINESS
MODEL
FRAMEWORKS
.
282
3.5.1.2
KEY
BUILDING
BLOCKS
OF
A
BUSINESS
MODEL
.
285
3.5.1.3 BUSINESS
MODEL
INNOVATION
.
290
3.5.1.4
BUSINESS
MODEL
PATTERNS
.
294
3.5.2
SUSTAINABLE
BUSINESS
MODELS
.
305
3.5.2.1
CHARACTERISTICS
OF
SUSTAINABLE
BUSINESS
MODELS
.
307
3.5.2.2
DESIGN
METHODOLOGIES
FOR
SUSTAINABLE
BUSINESS
MODELS
.
312
3.5.2.3
SUSTAINABLE
BUSINESS
MODEL
PATTERNS
.
315
3.5.3
BENEFITS
AND
PITFALLS
FOR
THE
BUSINESS
MODEL
APPROACH
.
320
3.5.4
BUSINESS
ECOSYSTEMS
.
323
3.6
STRATEGY
OPTION
EVALUATION
AND
CHOICE
.
326
3.6.1
KEY
CRITERIA
FOR
EVALUATING
STRATEGY
OPTIONS
.
327
3.6.1.1
PLAUSIBILITY
.
328
3.6.1.2
CONSISTENCY
.
329
3.6.1.3
PERFORMANCE
IMPACT
.
330
3.6.1.4
BUSINESS
RISK
.
334
16
|
TABLE
OF
CONTENTS
3.6.1.5
STAKEHOLDER
COMPATIBILITY
.
336
3.6.1.6
INTERNAL
READINESS
.
339
3.6.2
STRATEGIC
CHOICE
-
SELECTING
STRATEGY
OPTIONS
.
340
3.7
SUMMARY
.
341
PART
IL
BRINGING
IT
INTO
REALITY:
FROM
STRATEGY
TO
ACTION
AND
CONTROL
.
345
4
STRATEGY
EXECUTION
.
347
4.1
MAKING
STRATEGIES
HAPPEN:
BARRIERS
AND
DRIVERS
.
347
4.1.1
BARRIERS
TO
STRATEGY
EXECUTION
.
349
4.1.2
STRATEGY
EXECUTION
EXCELLENCE
.
351
4.2
ORGANIZATIONAL
DESIGN
.
356
4.2.1
CULTURE
-
HOW
THINGS
ARE
DONE
AROUND
HERE
.
357
4.2.1.1
KEY
DIMENSIONS
FOR
ANALYZING
ORGANIZATIONAL
CULTURE
.
362
4.2.1.2
INTEGRATINGSTRATEGY
AND
CULTURE
.
366
4.2.2
STRUCTURE
-
THE
MANAGERIAL
UNDERPINNING
.
371
4.2.2.1
ORGANIZATIONAL
STRUCTURE
.
375
4.2.2.2
BUSINESS
PROCESSES
.
382
4.2.2.3
MANAGERIAL
SYSTEMS
.
394
4.2.2.4
INTEGRATINGSTRATEGY
AND
STRUCTURE
.
415
4.3
STRATEGY
EXECUTION
SYSTEM
.
422
4.3.1
DEVELOPING
A
STRATEGY
EXECUTION
SYSTEM
.
425
4.3.2
DESCRIBE
STRATEGY
.
434
4.3.2.1
DERIVING
STRATEGIC
GOALS
.
435
4.3.2.2
DEVELOPING
A
STRATEGY
MAP
.
447
4.3.2.3
BENEFITSAND
PITFALLS
OF
STRATEGY
MAPPING
.
456
4.3.3
CASCADE
AND
ALIGN
STRATEGY
.
460
4.3.3.1
APPLYING
STRATEGIC
THEMES
.
463
4.3.3.2
IDENTIFYING
STRATEGY
ALIGNMENT
NEEDS
.
464
4.3.3.3
SEQUENCING
GOALS,
METRICSAND
ACTIONS
.
468
4.3.3.4
SETTING
CASCADING
PATHS
.
469
4.3.3.5
CHOOSING
CASCADING
METHODS
.
470
4.3.3.6
ALIGNING
VERTICALLY
AND
HORIZONTALLY
.
475
4.3.3.7
BENEFITS
AND
PITFALLS
OF
STRATEGY
ALIGNMENT
.
476
4.3.4
MAKE
STRATEGY
MEASURABLE
.
479
4.3.4.1
DEVELOPING
A
BALANCED
SCORECARD
.
479
4.3.4.2
SETTING
TARGETS
.
484
4.3.4.3
BENEFITSAND
PITFALLS
OF
MEASURING
STRATEGY
.
487
4.3.5
PLAN
STRATEGIC
ACTIONS
.
490
4.3.5.1
DEVELOPING
AND
PRIORITIZING
STRATEGIC
ACTIONS
.
491
4.3.5.2
REFINING
AND
ALIGNING
STRATEGIC
ACTIONS
.
493
4.3.5.3
BENEFITSAND
PITFALLS
OF
STRATEGIC
ACTION
PLANNING
.
496
TABLE
OF
CONTENTS
|
17
4.3.6
ALIGN
ORGANIZATION
TO
STRATEGY
.
496
4.3.6.1
RESOURCES
.
497
4.3.6.2
PEOPLE
.
504
4.3.6.3
MANAGEMENT
INFORMATION
.
515
4.3.6.4
BENEFITS
AND
PITFALLS
OF
ORGANIZATIONAL
ALIGNMENT
.
523
4.3.7
EXECUTE
AND
CONTROL
STRATEGY
.
525
4.3.7.1
CONTROL
EXECUTION:
STRATEGIC
PERFORMANCE
REVIEWS
.
528
4.3.7.2
CONTROL
ASSUMPTIONS
AND
OBSERVE
ENVIRONMENT
.
534
4.3.7.3
TEST
AND
ADAPT
STRATEGY
.
538
4.3.7.4
BENEFITSAND
PITFALLS
OF
STRATEGIC
CONTROL
.
540
4.4
SUMMARY
.
542
APPENDIX:
STRATEGY
WORKOUT
AND
REVIEW
QUESTIONS
.
545
STRATEGY
WORKOUT
.
547
KICK-OFF
.
547
FIRM
SELECTION
.
547
COMPANY
BACKGROUND
.
548
BRIEF
STRATEGY
REVIEW
.
548
STRATEGIC
ANALYSIS
.
548
STAKEHOLDERS
AND
STRATEGIC
ANALYSIS
FRAMEWORK
.
548
EXTERNAL
STRATEGIC
ANALYSIS
.
549
INTERNAL
STRATEGIC
ANALYSIS
.
550
CONSOLIDATION
OF
THE
INITIAL
STRATEGIC
SITUATION
.
550
STRATEGY
FORMULATION
.
550
STRATEGIC
GUIDEPOSTS
.
550
CORPORATE
STRATEGY
.
551
INTERNATIONAL
STRATEGY
.
552
BUSINESS
STRATEGY
.
552
STRATEGY
OPTION
EVALUATION
AND
CHOICE
.
553
STRATEGY
EXECUTION
.
554
ORGANIZATIONAL
DESIGN
.
554
DESCRIBE
THE
STRATEGY
.
554
CASCADE
AND
ALIGN
THE
STRATEGY
.
555
MAKE
STRATEGY
MEASURABLE
.
555
PLAN
STRATEGIC
ACTIONS
.
556
ALIGN
ORGANIZATION
TO
STRATEGY
.
556
EXECUTE
AND
CONTROL
STRATEGY
.
557
18
|
TABLE
OF
CONTENTS
REVIEW
QUESTIONS
.
559
CHAPTER
1:
FOUNDATIONS
OF
STRATEGIC
MANAGEMENT
.
559
CHAPTER
2:
STRATEGIC
ANALYSIS
.
560
CHAPTERS:
STRATEGY
FORMULATION
.
562
CHAPTER
4:
STRATEGY
EXECUTION
.
563
REFERENCES
.
567
INDEX
.
605
THE
AUTHOR
.
619 |
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| author | Wunder, Thomas |
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| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 2nd, updated and expanded edition |
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| id | DE-604.BV048908572 |
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| index_date | 2024-07-03T21:52:47Z |
| indexdate | 2025-01-10T19:02:44Z |
| institution | BVB |
| institution_GND | (DE-588)2010146-6 |
| isbn | 9783791057682 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034172813 |
| oclc_num | 1378488953 |
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| physical | 619 Seiten Illustrationen, Diagramme |
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| spelling | Wunder, Thomas Verfasser (DE-588)12936777X aut Essentials of strategic management effective formulation and execution of strategy in the era of sustainability Thomas Wunder 2nd, updated and expanded edition Stuttgart Schäffer-Poeschel Verlag 2023 619 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategieprozess Strategieentwicklung Englisch englischsprachig Strategy Wunder Business Ecosystems Sustainability SchäfferPoeschel BWL/Management (DE-588)4123623-3 Lehrbuch gnd-content Strategisches Management (DE-588)4124261-0 s DE-604 Fachverlag für Wirtschafts- und Steuerrecht Schäffer (Stuttgart) (DE-588)2010146-6 pbl Erscheint auch als Online-Ausgabe, PDF 978-3-7910-5770-5 Erscheint auch als Online-Ausgabe, EPUB 978-3-7910-5769-9 Vorangegangen ist 9783791032856 X:MVB text/html http://deposit.dnb.de/cgi-bin/dokserv?id=367e4013af5645c1abbc9d8bd1e7bf7e&prov=M&dok_var=1&dok_ext=htm Inhaltstext DNB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034172813&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Wunder, Thomas Essentials of strategic management effective formulation and execution of strategy in the era of sustainability Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4123623-3 |
| title | Essentials of strategic management effective formulation and execution of strategy in the era of sustainability |
| title_auth | Essentials of strategic management effective formulation and execution of strategy in the era of sustainability |
| title_exact_search | Essentials of strategic management effective formulation and execution of strategy in the era of sustainability |
| title_exact_search_txtP | Essentials of strategic management effective formulation and execution of strategy in the era of sustainability |
| title_full | Essentials of strategic management effective formulation and execution of strategy in the era of sustainability Thomas Wunder |
| title_fullStr | Essentials of strategic management effective formulation and execution of strategy in the era of sustainability Thomas Wunder |
| title_full_unstemmed | Essentials of strategic management effective formulation and execution of strategy in the era of sustainability Thomas Wunder |
| title_short | Essentials of strategic management |
| title_sort | essentials of strategic management effective formulation and execution of strategy in the era of sustainability |
| title_sub | effective formulation and execution of strategy in the era of sustainability |
| topic | Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategisches Management Lehrbuch |
| url | http://deposit.dnb.de/cgi-bin/dokserv?id=367e4013af5645c1abbc9d8bd1e7bf7e&prov=M&dok_var=1&dok_ext=htm http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034172813&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT wunderthomas essentialsofstrategicmanagementeffectiveformulationandexecutionofstrategyintheeraofsustainability AT fachverlagfurwirtschaftsundsteuerrechtschafferstuttgart essentialsofstrategicmanagementeffectiveformulationandexecutionofstrategyintheeraofsustainability |